People with power motives work better when they are complimented for their favorable attitudes and cooperation.
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Q4: High expectations sometimes make it difficult for
Q5: Giving more of the same reward can
Q6: Equity sensitivity suggests that individuals have similar
Q7: Herzberg's theory of motivation is universally applicable.
Q8: Power-motivated people make excellent managers if their
Q10: According to Maslow's hierarchy of needs,the lower-order
Q11: If both expectancy and instrumentality are low,then
Q12: A complex incentive is often more motivating
Q13: Negative reinforcement occurs when behavior is accompanied
Q14: Motivation originates from within an individual.
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